Carlos Soto

In an interview with Manufacturing Outlook, Carlos Soto, Head of Americas Manufacturing at Teleflex, discusses the evolving demands of modern manufacturing leadership and shares how disciplined operating systems, people development and strategic alignment drive sustainable performance across a complex regional footprint.

Carlos Soto serves as Head of Americas Manufacturing at Teleflex, overseeing multiple production facilities across the United States and Mexico. He is responsible for overall plant performance, operational health and the alignment of global strategy with regional execution. With experience spanning medical devices, pharmaceuticals, biologics manufacturing, private equity environments and public companies, he brings a systems-oriented perspective to operational leadership. His focus centers on safety, quality, delivery, cost and culture while building leadership capability from the shop floor upward.

Roles and Responsibilities

As Head of Manufacturing for the Americas, I am responsible for all manufacturing facilities within the region. That includes multiple sites in Mexico and the United States and ensuring alignment between regional execution and global strategy.

A significant portion of my time is dedicated to ensuring our facilities perform at the level expected in a medical device organization. I do this by visiting sites regularly, engaging with plant leaders and spending time with teams on the floor. Being physically present helps me understand operational realities beyond dashboards and reports.

I also focus on talent development and overall business health. Supporting my direct reports, identifying emerging leaders and ensuring strong succession plans across sites are key priorities. Manufacturing performance is deeply connected to leadership capability, so investing time in this area is essential.

Translating Strategy into Operational Discipline

I strongly believe manufacturing excellence comes from aligning daily execution with clear strategic intent. Strategy cannot remain abstract. It must be translated into measurable operational objectives that teams can connect to their day-to-day work.

At Teleflex, we focus on safety, quality, delivery, cost and people development. When supervisors, operators and plant managers understand how daily metrics connect to enterprise priorities, execution becomes intentional and consistent.

“Manufacturing is ultimately a people business. Sustainable performance comes from trust, clarity and leadership consistency.”

I rely on disciplined operating systems to reinforce that alignment. We use structured daily and weekly reviews, tiered accountability processes, layered audits and standard work. These systems help surface issues quickly, allow us to analyze root causes and ensure best practices are shared across facilities.

Efficiency and innovation must work together. I encourage teams to eliminate waste, improve flow and challenge legacy practices using data-driven insights. Productivity improvements should strengthen reliability and quality. Leadership consistency and transparent communication help keep everyone aligned around shared priorities.

Developing Leadership from the Shop Floor

For me, everything starts on the shop floor. Our direct labor teams are the foundation of the organization. They manufacture our products, understand the processes deeply and often identify opportunities for improvement first.

I often describe my leadership philosophy as an inverted pyramid. While the organizational chart places me at the top, my role is to support the teams below me. My responsibility is to enable plant managers, supervisors and operators so they can succeed. Enabling others to perform creates scalable performance across sites.

Structured skill matrices, cross-training initiatives and stretch assignments expand capabilities and prepare employees for supervisory and management roles. I spend meaningful time on the production floor, listening to employees and reinforcing the importance of their work. In a healthcare manufacturing environment, connecting daily tasks to patient impact strengthens engagement and accountability.

Recognition is equally important. Celebrating strong performance and positive behaviors builds trust and motivates continued growth. Engagement increases when people feel seen and supported.

Building Agility through Systems and Culture

Manufacturing leaders today must navigate supply chain volatility, evolving regulatory expectations and accelerating technological advancement. I believe resilience is built through intentional system design rather than reactive decision-making.

We design our supply chain structures, operational processes and decision frameworks so we can adapt without compromising quality or compliance. Data visibility plays a central role. As an engineer by training, I rely heavily on accurate data to monitor performance, lead times and potential risks.

Digital tools support real-time production tracking, quality trend analysis and predictive maintenance. Automation and smart manufacturing technologies improve consistency and visibility. At the same time, technology works only when supported by strong data integrity and disciplined processes.

Culture is equally critical. Teams must feel empowered to escalate issues early and propose improvements confidently. When people understand priorities and feel a sense of ownership, the organization becomes more responsive and resilient.

Advice for Emerging Manufacturing Leaders

Over the course of my career, I have learned that manufacturing is a people business disguised as a technical one. Early on, I believed performance was driven primarily by process optimization and technology. Those elements matter, but sustainable performance comes from trust, clarity and leadership consistency.

I encourage emerging leaders to spend time on the production floor and listen more than they speak. Understand how decisions affect operators and supervisors. Credibility is earned through presence, transparency and follow-through, not through title alone.

It is also important to think beyond today’s output. Safety, quality, delivery, cost and culture are interconnected. Solving a short-term issue without considering long-term impact can create larger challenges later.

Finally, remain adaptable. Regulatory expectations, supply chain dynamics and workforce expectations will continue to evolve. Leaders who stay curious, invest in continuous learning and embrace change will build organizations that can endure and perform consistently over time.

At Teleflex, my focus remains clear. Build strong systems, develop people intentionally and stay closely connected to where value is created every day.